Drawing on job demand-resources (JDR) theory, this study proposes that role overload and perceived organizational support have interaction effects on turnover intention. Further, we investigate the dynamics between role overload and turnover intention by considering differences in individuals' reactions to inequity. We conducted several hierarchical regression analyses to test our hypotheses using data from 207 team members at 12 manufacturing companies in South Korea. The results reveal a positive relationship between role overload and turnover intention and a significant joint moderation effect of perceived organizational support and equity sensitivity. This study expands on JDR theory by simultaneously considering the buffer and strain hypotheses in the role overload-turnover relationship and its link to equity sensitivity.
We examined the role of the chief executive officer's (CEO) learning goal orientation in the relationship between human resource management (HRM) practices and organizational creativity in small- and medium-sized enterprises (SME). With data from 64 Korean SME from different respondents
(CEOs and HRM managers), we examined the congruence of messages between formality represented by knowledge-sharing HRM practices and informality symbolized by the CEO's learning goal orientation in fostering organizational creativity. According to the analytical results, appraisal based on
the extent of knowledge sharing enhanced organizational creativity when the CEO's learning goal orientation was high by sending congruent messages but not by monetary reward systems to promote knowledge sharing. The results have important theoretical and practical implications for the fit
between formality/informality and organizational creativity in SME.
In this study, we examined the effects of chief executive officer (CEO) characteristics and organizational systems on organizational creativity, particularly in small-and medium-sized enterprises (SMEs). Using upper echelon and contingency perspectives, we hypothesized that CEO characteristics would promote organizational creativity in SMEs, but the effect of CEO characteristics would be attenuated when SMEs have strong organizational learning systems in place. Consistent with our expectations, the results show that a CEO's orientation toward employee development plays an important role in organizational creativity. Moreover, the effect of CEO development orientation on organizational creativity is greatest when the organizational system is weak. Theoretical and practical implications are also discussed.
Based on social learning theory, we explore when the most competent member in the group leads to high group performance. We argue that the most competent member in the group increases group performance in high cohesive groups where members interact more frequently and maintain closer relationships with one another. To examine this, we used multisource data collected in two waves from an organization in South Korea. The results indicate that the highest competency within the group is positively related to group performance being perceived by the group members and by the upper management in cohesive groups. Moreover, we found different patterns for the group performance rated by different sources.An increasing number of organizations have begun to structure work around work groups. To complete group tasks, each member's contribution needs to be coordinated through interpersonal interactions. Moreover, by working in a
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